4.AMJ 2009 权力距离.pdf

Academy of Management Journal 2009, Vol. 52, No. 4, 744–764. INDIVIDUAL POWER DISTANCE ORIENTATION AND FOLLOWER REACTIONS TO TRANSFORMATIONAL LEADERS: A CROSS-LEVEL, CROSS-CULTURAL EXAMINATION BRADLEY L. KIRKMAN Texas AM University GILAD CHEN University of Maryland JIING-LIH FARH The Hong Kong University of Science and Technology ZHEN XIONG CHEN The Australian National University KEVIN B. LOWE University of North Carolina at Greensboro Using 560 followers and 174 leaders in the People’s Republic of China and United States, we found that individual follower’s “power distance” orientation and their group’s shared perceptions of transformational leadership were positively related to follower’s procedural justice perceptions. Power distance orientation also moderated the cross-level relationship that transformational leadership had with procedural justice; the relationship was more positive when power distance orientation was lower, rather than higher. Procedural justice, in turn, linked the unique and interactive relationships of transformational leadership and power distance orientation with followers’ organizational citizenship behavior. Country differences did not signifi-